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lucky restaurant REGINA - Saskatchewan's fall legislative sitting ended with political barbs traded across the aisle after Premier Scott Moe promised a better tone two weeks ago. Read this article for free: Already have an account? As we navigate through unprecedented times, our journalists are working harder than ever to bring you the latest local updates to keep you safe and informed. Now, more than ever, we need your support. Starting at $14.99 plus taxes every four weeks you can access your Brandon Sun online and full access to all content as it appears on our website. or call circulation directly at (204) 727-0527. Your pledge helps to ensure we provide the news that matters most to your community! REGINA - Saskatchewan's fall legislative sitting ended with political barbs traded across the aisle after Premier Scott Moe promised a better tone two weeks ago. Read unlimited articles for free today: Already have an account? REGINA – Saskatchewan’s fall legislative sitting ended with political barbs traded across the aisle after Premier Scott Moe promised a better tone two weeks ago. The swipes began when Opposition NDP Leader Carla Beck told the assembly Moe should offer immediate affordability relief, including suspending the 15-cent-a-litre gas tax and scrapping the provincial sales tax on ready-to-eat grocery items and children’s clothing. In reply, Moe said there is no sales tax on groceries and that Beck should go speak to federal NDP Leader Jagmeet Singh. Crown Investments Minister Jeremy Harrison also said New Democrats don’t know how to grow the economy. The remarks drew ire from Opposition members, with one saying Moe’s government deserves a lump of coal for Christmas. Moe had promised in late November better civility in the house after former Speaker Randy Weekes accused government members of bullying and harassment. This report by The Canadian Press was first published Dec. 10, 2024. AdvertisementChilds: Teaching resilience in a world where distractions are everywhere

Simon Harris said he has apologised to a woman for not giving her enough time to speak about carers and disability services while he was out canvassing in Cork on Friday. The Taoiseach and Fine Gael leader said he spoke to Charlotte Fallon, a worker with St Joseph’s Foundation, on the phone on Saturday after a clip of an exchange between them on Friday went viral. RTE footage posted to the social media site X shows Mr Harris on a canvass in Kanturk when Ms Fallon tells the Taoiseach carers “were ignored” and the Government has “done nothing for us”. “The disability sector is a joke,” she says. “You’ve done nothing for us, our people are suffering. I’m very passionate about my job.” Mr Harris responds by saying: “No, not at all,” and: “I’m very passionate about disability too.” Ms Fallon says: “But there’s no mention of (them in the) Budget. You ignored them, you ignore the carers,” to which Mr Harris says: “That’s not true,” several times before shaking her hand and walking away. While out canvassing at a Christmas market in Rathfarnham in Dublin on Saturday afternoon, Mr Harris said he was annoyed with himself and had called Ms Fallon to apologise. “I called Charlotte this morning because she was absolutely owed an apology from me,” he said. “We had a very good conversation, a very good conversation. I was very grateful to her for her time and her kindness. “We spoke about a number of issues, we spoke about disability services, we spoke about the issue of pay parity for people in Section 39 organisations, and we also spoke about the issue of the means test for carers. “I was grateful to have a chance to listen to Charlotte and also talk through with her some of my own plans and views and vision in relation to disability services. Really grateful for the conversation, learned a lot from it, and I’ve also said that I’d love to call in to where she works in Cork in the coming weeks, and she said I’d be very welcome. “I’m annoyed with how I didn’t give that person, Charlotte, the time last night, she deserved that time. “I’ve been around the country and I’ve had hundreds of conversations some days, and I’ve learned a lot and always learned a lot from listening to people and I’m very sorry that didn’t happen last night.” Asked what happened last night, he said: “There’s no excuse for it, I’m annoyed with myself in relation to it, disability is what makes me tick. “It will always be my passion, and it’s Charlotte’s passion too, and I’m really grateful to her for giving me the opportunity to speak with her today.” Asked whether he thought people would doubt his sincerity on wanting to reform the State’s disability services after seeing the video, Mr Harris said: “I hope not. “All I can do is really double my efforts to convince people of the facts that we have a plan for the future of this country, and very much at the heart of that plan is better services, better delivery and better empowerment of people with disabilities. “I’ve tried to bring a focus to it since I’ve become Taoiseach, and it’s something that I will continue to work on intensively and even more intensively as a result of this.” On Saturday morning, Mr Harris posted a video on Instagram where he said he was spurred on to become a politician after seeing his parents fight for access to services for his brother Adam, who has autism. He said the interaction happened at the end of a “very long day” and he felt “really bad” about it. Mr Harris then outlined his party’s plans for carers and the disability sector, including removing the means testing for the Carers’ Allowance and to ensure that there are therapies in special schools and special classes. Sinn Fein’s housing spokesperson Eoin O Broin said that Mr Harris’ reaction “showed the true face of Fine Gael” and showed “a contempt for working people”. Speaking at a press event in Dublin on Saturday, Fine Gael ministers Helen McEntee and Paschal Donohoe defended their party leader. “I think the Taoiseach himself has been very clear that he wished the encounter had gone differently. It had been the end of a very, very long day,” Ms McEntee said. “What he said very clearly is that he should have given her more time, and should have engaged for longer with her, but this is the reason he got into politics.” Mr Donohoe said: “In the course of an election campaign, in all the interactions that we have with people, of course, we sometimes feel within ourselves ‘that could have gone differently’ and ‘could have gone better’. I think it’s particularly the case for somebody who is so committed to looking at how we can support those who need more.”NoneSeniorsPlus launches $5.5 million capital campaign for new program building

For the first time, the Falmouth football team has reached the summit. Indi Backman and Gio Guerrette ran for touchdowns, Tres Walker threw for a score, and Falmouth’s defense dominated in a 26-13 victory over Kennebunk in the Class B final Saturday at Fitzpatrick Stadium. The Navigators finished 11-0 and captured their first state title. Kennebunk, the defending champion, finished 10-1. Falmouth struck quickly. The Navigators marched 61 yards on their first possession, converting a pair of third-and-7s before Walker found a wide-open Abram Wintersteen sprinting down the seam for a 38-yard touchdown reception and 7-0 lead. The Navigators held Kennebunk on the ensuing drive, then extended their lead. Joey Guerrette darted for 33 yards on a sweep around the right side and went 29 yards around the left to take the ball down to the Kennebunk 3. Backman got the call to finish the march, plunging in for the touchdown and a 14-0 advantage with 1:58 to go in the first quarter. The Rams continued to sputter on offense, but after a Luke Roy interception ended Kennebunk’s third drive, a Falmouth error swung momentum back. Walker tried to throw the ball away to avoid a sack, but his pass went right to Kennebunk lineman Calvin Johnson, who took it 15 yards for a touchdown that cut the deficit to 14-6. Falmouth bounced back from that misfortune, marching from its 28 to the Kennebunk 5. A penalty, a bobbled snap and and incompletion brought up fourth down from the 18, but Peter Kearns connected on a low kick for a 35-yard field goal, boosting the lead to 17-6. Kennebunk’s attempt to answer resulted in more frustration, as Sam Haley threw his second interception, this time to Logan McVeigh. Falmouth began the second half with another 35-yard field goal from Kearns, but Jaiden Homa fielded the ensuing kickoff, found a seam and outran the Navigators down the right sideline for an 88-yard touchdown return. The momentum was short-lived, however, as Gio Guerrette took a handoff on the next play from scrimmage, slipped two tackles and broke free for an 80-yard run that gave Falmouth a 26-13 lead. Needing points, Kennebunk’s offense got two quick first downs on the next series but was again forced to punt. Two more Rams possessions ended without points before Falmouth finished off the victory. Kennebunk entered the game looking for its second straight title after ending a 32-year drought last year. The Rams entered with a 14-game winning streak – the longest in the state. This story will be updated. Football: Falmouth’s secret for success? It’s in the details We invite you to add your comments. We encourage a thoughtful exchange of ideas and information on this website. By joining the conversation, you are agreeing to our commenting policy and terms of use . More information is found on our FAQs . You can modify your screen name here . Comments are managed by our staff during regular business hours Monday through Friday as well as limited hours on Saturday and Sunday. Comments held for moderation outside of those hours may take longer to approve. Please sign into your Press Herald account to participate in conversations below. If you do not have an account, you can register or subscribe . Questions? Please see our FAQs . Your commenting screen name has been updated. Send questions/comments to the editors. « Previous

Amorim warns Man United fans: 'Storm will come'

Operating margin of 9.3% improved 270 basis points versus last year Market share gains across all brands in the quarter Raises outlook for fiscal 2024 net sales, gross margin and operating income growth SAN FRANCISCO , Nov. 21, 2024 /PRNewswire/ -- Gap Inc. (NYSE: GAP), the largest specialty apparel company in the U.S. and a house of iconic brands including Old Navy, Gap, Banana Republic, and Athleta, today reported financial results for its third quarter ended November 2, 2024. "I'm proud that Gap Inc. delivered another successful quarter, growing net sales for the 4 th consecutive quarter and gaining market share across all brands while meaningfully expanding operating margin," said President and Chief Executive Officer, Richard Dickson . "Consistent execution of our strategic priorities, including the rigor and repetition we're applying to our brand reinvigoration playbook, is making us a stronger company and demonstrates our continued progress in unlocking Gap Inc.'s full potential." Dickson continued: "Holiday is off to a strong start and we remain focused on executing with excellence in the fourth quarter. Our performance year-to-date gives us the confidence to raise our full year outlook for sales, gross margin and operating income growth." Third Quarter Fiscal 2024 – Financial Results Net sales of $3.8 billion were up 2% compared to last year. Comparable sales were up 1% year-over-year. Due to the 53 rd week in fiscal 2023, in order to maintain consistency, comparable sales for the third quarter of fiscal 2024 are compared to the 13 weeks ended November 4, 2023 . Store sales decreased 2% compared to last year. The company ended the quarter with 3,603 store locations in about 40 countries, of which 2,544 were company operated. Online sales increased 7% compared to last year and represented 40% of total net sales. Gross margin of 42.7% increased 140 basis points versus last year's gross margin. Merchandise margin increased 90 basis points versus last year primarily driven by improved inventory management. Rent, occupancy, and depreciation (ROD) as a percent of sales leveraged 50 basis points versus last year. Operating expense was $1.3 billion . Operating income was $355 million ; operating margin of 9.3%. The effective tax rate was 24%. Net income of $274 million ; diluted earnings per share of $0.72 . Balance Sheet and Cash Flow Highlights Ended the quarter with cash, cash equivalents and short-term investments of $2.2 billion , an increase of 64% from the prior year. Year-to-date net cash from operating activities was $870 million . Year-to-date free cash flow , defined as net cash from operating activities less purchases of property and equipment, was $540 million . Ending inventory of $2.33 billion was down 2% compared to last year. Capital expenditures were $330 million . Paid a third quarter dividend of $0.15 per share, totaling $57 million. The company's Board of Directors approved a fourth quarter fiscal 2024 dividend of $0.15 per share. Additional information regarding free cash flow, which is a non-GAAP financial measure, is provided at the end of this press release along with a reconciliation of this measure from the most directly comparable GAAP financial measure for the applicable period. Third Quarter Fiscal 2024 – Global Brand Results Comparable Sales Old Navy: Third quarter net sales of $2.2 billion were up 1% compared to last year. Comparable sales were flat. The brand's continued focus on operational rigor and brand reinvigoration drove solid performance in the quarter, despite lapping tougher compares and facing weather-related headwinds. Gap: Third quarter net sales of $899 million were up 1% compared to last year. Comparable sales were up 3% representing the fourth consecutive quarter of positive comparable sales at the brand. Gap's strong product and marketing execution have helped drive continued momentum and consistent results at the brand. Banana Republic: Third quarter net sales of $469 million were up 2% compared to last year. Comparable sales were down 1%. The brand saw strength in its men's business during the quarter and remains focused on fixing the fundamentals. Athleta: Third quarter net sales of $290 million were up 4% compared to last year. Comparable sales were up 5%. As expected, the brand returned to positive comparable sales in the quarter as its new product and marketing are resonating with customers. Fiscal 2024 Outlook As a result of its strong third quarter results, the company is raising its full year outlook for net sales, gross margin and operating income growth compared to prior expectations. Please note that the company's projected full year fiscal 2024 operating income growth below is provided in comparison to its full year fiscal 2023 adjusted operating income, which excludes $93 million in restructuring costs and a $47 million gain on sale of a building. Full Year Fiscal 2024 Webcast and Conference Call Information Whitney Notaro , Head of Investor Relations at Gap Inc., will host a conference call to review the company's third quarter fiscal 2024 results beginning at approximately 2:00 p.m. Pacific Time today. Ms. Notaro will be joined by President and Chief Executive Officer, Richard Dickson and Chief Financial Officer, Katrina O'Connell . A live webcast of the conference call and accompanying materials will be available online at investors.gapinc.com . A replay of the webcast will be available at the same location. Non-GAAP Disclosure This press release and related conference call include financial measures that have not been calculated in accordance with U.S. generally accepted accounting principles (GAAP) and are therefore referred to as non-GAAP financial measures. The non-GAAP measures described below are intended to provide investors with additional useful information about the company's financial performance, to enhance the overall understanding of its past performance and future prospects, and to allow for greater transparency with respect to important metrics used by management for financial and operating decision-making. The company presents these non-GAAP financial measures to assist investors in seeing its financial performance from management's view and because it believes they provide an additional tool for investors to use in computing the company's core financial performance over multiple periods with other companies in its industry. Additional information regarding the intended use of non-GAAP measures included in this press release and related conference call is provided in the tables to this press release. The non-GAAP measures included in this press release and related conference call are adjusted operating expense/adjusted SG&A, adjusted operating income, adjusted operating margin, adjusted diluted earnings per share, and free cash flow. These non-GAAP measures exclude the impact of certain items that are set forth in the tables to this press release. In addition, the company's outlook includes projected full year fiscal 2024 operating income growth compared to its full year fiscal 2023 adjusted operating income. The non-GAAP measures used by the company should not be considered as a substitute for, or superior to, measures of financial performance prepared in accordance with GAAP and may not be the same as similarly titled measures used by other companies due to possible differences in method and in items or events being adjusted. The company urges investors to review the reconciliation of non-GAAP financial measures to the most directly comparable GAAP financial measures included in the tables to this press release below, and not to rely on any single financial measure to evaluate its business. The non-GAAP financial measures used by the company have limitations in their usefulness to investors because they have no standardized meaning prescribed by GAAP and are not prepared under any comprehensive set of accounting rules or principles. Forward-Looking Statements This press release and related conference call and accompanying materials contain forward-looking statements within the "safe harbor" provisions of the Private Securities Litigation Reform Act of 1995. All statements other than those that are purely historical are forward-looking statements. Words such as "expect," "anticipate," "believe," "estimate," "intend," "plan," "project," and similar expressions also identify forward-looking statements. Forward-looking statements include statements regarding the following: becoming a high performing company; unlocking Gap Inc.'s potential; our four strategic priorities, including maintaining and delivering financial and operational rigor, the reinvigoration of our brands, strengthening our operating platform, and energizing our culture; driving relevance and revenue by executing on our brand reinvigoration playbook; expectations for Old Navy for the holiday season; accelerating Old Navy's presence in the Active category; Old Navy's holiday activations and product; reigniting Gap brand's leadership in trend-right products and creative expression through big ideas and culturally relevant messaging; reestablishing Banana Republic to thrive in the premium lifestyle space; evolving Banana Republic's assortment and fit; continuing to fix the fundamentals at Banana Republic; Banana Republic's holiday product; Athleta's trajectory; Athleta's holiday product; enhancing Athleta's in-store and online experiences; driving high-performance across our teams; executing with excellence; Gap Inc.'s positioning going into the holiday season; expectations for our full year performance; expected year-end inventory levels; expected full year fiscal 2024 net sales; the expected impact of the loss of the 53rd week on full year fiscal 2024 net sales; expected fourth quarter fiscal 2024 net sales; the expected impacts of the loss of the 53rd week and the weekly calendar shift on fourth quarter fiscal 2024 net sales; expected full year fiscal 2024 gross margin; the expected impacts of commodity costs and better inventory management on full year fiscal 2024 gross margin; expected full year fiscal 2024 ROD; expected fourth quarter fiscal 2024 gross margin; the expected impact of the loss of the 53rd week on fourth quarter fiscal 2024 gross margin; expected full year fiscal 2024 SG&A/operating expense; continuing cost discipline and unlocking more efficiencies in the business; expected full year fiscal 2024 operating income; expected full year fiscal 2024 effective tax rate; expected full year fiscal 2024 capital expenditures; generating sustainable, profitable growth and delivering long-term shareholder value; and our dividend policy. Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause our actual results to differ materially from those in the forward-looking statements. These factors include, without limitation, the following risks, any of which could have an adverse effect on our business, financial condition, results of operations, or reputation: the overall global economic and geopolitical environment, including the ongoing Russia - Ukraine and Israel-Hamas conflicts and recent elections in the United States , and impacts on consumer spending patterns; social and political unrest in our sourcing countries, including Bangladesh , and disruptions to global trade and shipping capacity, including in the Red Sea; the risk that we or our franchisees may be unsuccessful in gauging apparel trends and changing consumer preferences or responding with sufficient lead time; the highly competitive nature of our business in the United States and internationally; the risk that we may be unable to manage our inventory effectively and the resulting impact on our gross margins and sales; the risk that our investments in customer, digital, and omni-channel shopping initiatives may not deliver the results we anticipate; the risk that we fail to maintain, enhance, and protect our brand image and reputation; the risk of loss or theft of assets, including inventory shortage; the risk that we fail to manage key executive succession and retention or continue to attract qualified personnel; reductions in income and cash flow from our credit card arrangement related to our private label and co-branded credit cards; the risk that changes in our business strategy or restructuring our operations may not generate the intended benefits or projected cost savings; the risk that trade matters could increase the cost or reduce the supply of apparel available to us; the risks to our business, including our costs and global supply chain, associated with global sourcing and manufacturing; the risks to our reputation or operations associated with importing merchandise from foreign countries, including failure of our vendors to adhere to our Code of Vendor Conduct; the risk that we or our franchisees may be unsuccessful in identifying, negotiating, and securing new store locations and renewing, modifying, or terminating leases for existing store locations effectively; engaging in or seeking to engage in strategic transactions that are subject to various risks and uncertainties; the risk that our efforts to expand internationally may not be successful; the risk that our franchisees and licensees could impair the value of our brands; the risk of data or other security breaches or vulnerabilities that may result in increased costs, violations of law, significant legal and financial exposure, and a loss of confidence in our security measures; the risk that failures of, or updates or changes to, our IT systems may disrupt our operations; the risk that our comparable sales and margins may experience fluctuations, that we may fail to meet financial market expectations, or that the seasonality of our business may experience fluctuations; the risk of foreign currency exchange rate fluctuations; the risk that our level of indebtedness may impact our ability to operate and expand our business; the risk that we and our subsidiaries may be unable to meet our obligations under our indebtedness agreements; the risk that changes in our credit profile or deterioration in market conditions may limit our access to the capital markets; natural disasters, public health crises (such as pandemics and epidemics), political crises (such as the ongoing Russia - Ukraine and Israel-Hamas conflicts), negative global climate patterns, or other catastrophic events; evolving regulations and expectations with respect to ESG matters, including climate reporting; the adverse effects of climate change on our operations and those of our franchisees, vendors, and other business partners; our failure to comply with applicable laws and regulations and changes in the regulatory or administrative landscape; the risk that we will not be successful in defending various proceedings, lawsuits, disputes, and claims; the risk that our estimates and assumptions used when preparing our financial information are inaccurate or may change; the risk that changes in the geographic mix and level of income or losses, the expected or actual outcome of audits, changes in deferred tax valuation allowances, and new legislation could impact our effective tax rate, or that we may be required to pay amounts in excess of established tax liabilities; the risk that changes in our business structure, our performance or our industry could result in reductions in our pre-tax income or utilization of existing tax carryforwards in future periods, and require additional deferred tax valuation allowances; the risk that the adoption of new accounting pronouncements will impact future results; and the risk that additional information may arise during our close process or as a result of subsequent events that would require us to make adjustments to our financial information. Additional information regarding factors that could cause results to differ can be found in our Annual Report on Form 10-K filed with the Securities and Exchange Commission on March 19, 2024 , as well as our subsequent filings with the Securities and Exchange Commission. These forward-looking statements are based on information as of November 21, 2024 . We assume no obligation to publicly update or revise our forward-looking statements even if experience or future changes make it clear that any projected results expressed or implied therein will not be realized. About Gap Inc. Gap Inc., a house of iconic brands, is the largest specialty apparel company in America. Its Old Navy , Gap , Banana Republic , and Athleta brands offer clothing, accessories, and lifestyle products for men, women and children. Since 1969, Gap Inc. has created products and experiences that shape culture, while doing right by employees, communities and the planet. Gap Inc. products are available worldwide through company-operated stores, franchise stores, and e-commerce sites. Fiscal year 2023 net sales were $14.9 billion . For more information, please visit www.gapinc.com . Investor Relations Contact: Nina Bari Investor_relations@gap.com Media Relations Contact: Megan Foote Press@gap.comAP Sports SummaryBrief at 4:56 p.m. EST

President Joe Biden faces scrutiny for pardoning his son, Hunter Biden, who was convicted of lying on a federal form and avoiding paying taxes. "I think he got it wrong yesterday. I think he had it right before yesterday," Rep. Greg Stanton, D-Ariz., said. Biden announced the pardon Sunday, stating, "Hunter was singled out only because he is my son," and adding, "... raw politics has infected this process and it led to a miscarriage of justice." "What other father in America has the power to pardon their son or daughter if they're convicted of a crime?" Rep. Gerry Connolly, D-Va., said. Hunter Biden was convicted of lying on a federal form when he bought a gun in 2018 and for avoiding paying more than $1 million in taxes. President Biden and the White House had repeatedly said Hunter Biden wouldn't be offered clemency. "I said I abide by the jury decision. I will do that and I will not pardon him," President Biden said on June 13, 2024. Some Biden supporters agreed with the president's reversal. "It's somebody who has a lifelong drug addiction and prosecutors would have handled this differently. So this was all politically motivated, so I understand," Rep. Josh Gottheimer, D-N.J., said. Biden is not the first president to pardon a family member. "Donald Trump, in his waning days, pardoned the father of his son-in-law, Jared, and his father was convicted or pleaded guilty to very egregious conduct," former federal prosecutor Gene Rossi said. President-elect Trump criticized the move on social media, calling the pardon an "abuse and miscarriage of justice." The president-elect also questioned if the pardon includes the "J-6 hostages."THE Tari ff Commission said that it has commenced an investigation into alleged dumping of gypsum board imported from Thailand. In a notice, the commission said it commenced the investigation on Nov. 22, with a preliminary conference scheduled for Dec. 2. The investigation will cover ASEAN Harmonized Tariff Nomenclature 2022 Subheading Nos. 6809.19.90 and 6809.11.00. According to the commission, the interested parties to the investigation include the petitioner, Knauf Gypsum Philippines, Inc., as well as importers Saint-Gobain Philippines Co. Ltd., Inc., Central Lumber Corp., Budget Builders, Inc., EHS Lens Philippines, and Ure-Shii Technologies, Inc. Exporters are also expected to participate, including Thai Gypsum Products PCL, Gypman Tech Co. Ltd., and The Siam Gypsum Industry. The Thai Embassy and the Thai Department of Foreign Trade were also named as among the interested parties. In a department administrative order dated Nov. 5, the Department of Trade and Industry proposed the imposition of a provisional anti-dumping duty for four months on gypsum board imported from Thailand. The duty, which will range from 4.65% to 34.72% of the export price, or $0.01 to $0.06 per kilogram, will start on the date the Bureau of Customs issues the relevant Customs Memorandum Order. — Justine Irish D. Tabile

S.Korea political upheaval shows global democracy's fragility - and resilience

Gap Inc. Reports Third Quarter Fiscal 2024 Results, Raises Full Year OutlookExplosive Growth? Why Nvidia’s Future Looks Bright.

he are making waves in the , and not just for their rising star After a season that saw the franchise make its first playoff appearance in eight years, the team is doubling down on its championship aspirations by bringing in a familiar face: . The returns to the with a history of success as both a player and coach. Her challenge? . White's arrival marks a bold new chapter for the , following their decision to part ways with . Despite navigating a tricky rebuilding phase and steering the team to the postseason, the reigning . Now, with White at the helm, Indiana is setting its sights on maximizing -and more importantly, turning her into a leader capable of . For White, the vision starts with , whose basketball IQ and scoring prowess have already drawn comparisons to some of the game's greats. , White outlined her plan to elevate Clark's game. This emphasis on comes as as the centerpiece of their roster. While Clark's on-court exploits last season were nothing short of spectacular, White is focused on . In her first conversation with Clark, White zeroed in on what matters most: . Stephanie White and Caitlin Clark unite to shape the Fever's future This collaborative approach is a hallmark of , one that helped her achieve remarkable success with the . Her ability to nurture talent and build cohesive units is a skillset the Fever hope will translate to . White's tenure as a player with the Fever and her deep ties to only add to her credibility. , for her part, has embraced the challenge. Known for her relentless drive and ability to , she is eager to take the next step in her career under White's guidance. The are banking on the combination of and to propel them into the . With offseason training already underway, the buzz surrounding the team is palpable. As put it, If her plans pan out, the might not just win their next championship-they could be setting the stage for a dynasty.was angry. In October, a minute after he grabbed 's second goal against in the with a smart first-time finish, he was walking toward the bench having been substituted. The TV cameras caught him kicking the chair in front of him, throwing all manner of things around as the frustration at being substituted boiled over. Durán is one of the most lethal strikers in Europe, with 10 goals in 23 games. Five of those goals have come in the , but his only four starts this year for Villa have come against Wycombe Wanderers and Crystal Palace in the EFL Cup, Southampton in the Premier League, and Bologna in the Champions League. On Tuesday, he did it again against , coming off the bench in the second half to score a sublime long-range goal and . Just five days before his Bologna tantrum, Durán was again visibly exasperated. This time he'd begun the game on the bench. Villa were 3-1 up away at when he was given the nod after 75 minutes for . For the next 20 or so minutes, Durán hovered on the shoulders of Fulham's high line hoping to break away for a chance, but the ball seldom came to him. Durán wanted the coup de grâce, but his teammates favoured consolidation; time after time he threw his arms up frustrated as the ball was knocked around the midfield, and not toward him. Durán is not the first -- nor will he be the last -- to be cast in this unwanted "super-sub" role: Jermain Defoe (Tottenham and ), Ole Gunnar Solskjaer ( ) and ( ) have all held it. But it's a shifting moniker. With teams allowed to make five substitutions in the Premier League, the bench has more scope than ever to shift the momentum of a match. Managers are changing the lexicon around replacements, calling them "finishers." That's not to say strikers will ever embrace that role. Welcome to the world of the super-sub -- a player who makes a match-shifting impact from the bench, knowing he has a small window to make an impression to force the manager's hand for a start. Super-subs are players who believe they have the ability to start, are frustrated to be on the bench, and are restricted to a cameo role to prove their talents. Even if they score, they might be back on the bench the following match. "You want to start," former Premier League striker Adam Le Fondre tells ESPN. "I think it comes down to it when you start playing football as a kid you don't go, 'Oh dad, I want to be on the bench today.' You want to start, you want to score goals, you want to win." Strikers making an impact from the bench is hardly a novelty. Ex- striker David Fairclough even dedicated a book to it -- "Supersub" -- having played the support role from 1975 to 1983. Fairclough made 154 appearances for Liverpool and scored 55 goals (62 were appearances from the bench, as were 18 of his goals). On 76 occasions he sat on the bench and remained there. "In the old days, it was all about the XI," Fairclough said in 2017. "Clubs were lucky if they had a substitute who could make a difference. These days, people talk about success and say it's about the squad, not about the XI." Though he became synonymous with the role, it's not to say he grew to love it. "It did not help my career that I came off the bench and scored so often, and from 1977 onwards I made it clear I wanted to leave irrespective of the success Liverpool were enjoying at the time," Fairclough said in 2001. Le Fondre can sympathise, as can others who have worn that unwanted moniker. "Everyone who watches football, you see the players starting going, you know what?" Le Fondre says. "I want to be that guy who plays 90 minutes, scores four goals, walks off, he's the hero. You want adulation; you want love as a footballer." Le Fondre knows Durán's threats as well. "I played against Durán last season with Hibernian in the Conference League and he was fantastic that night and I know he's going to have a phenomenal career," he says. "It's hard when a young player comes on, scores a few goals, he starts to make a name for himself, but I think Durán's work has been eased by the work Watkins has done beforehand. Now it's on Durán to beat Watkins for that position, but Watkins is a fantastic player." Le Fondre can also relate to Durán's current situation. Le Fondre holds the record for the most goals off the bench in a single Premier League season, scoring eight to help Reading survive the drop in 2012-13. "I always knew I'd score goals no matter if I started or was on the bench. But I had to accept the objective of the team was to stay in the Premier League. It wasn't to give me starting minutes and hope I'm happy." In the Premier League, Defoe has scored the most goals off the bench (24), closely followed by Giroud (21) and (19). Defoe hated being pigeonholed as an impact player. "I don't want to have the title of super-sub," he said in 2009. Solskjaer was also frequently handed that title, leading to Sir Alex Ferguson calling him "the substitute from hell" in 2000. "Sir Alex knew that if he put me on the bench then I'd be angry, but also fired up and ready to give everything when I came on," Solskjaer said earlier this year. "Not every sub does that. A lot of subs are sulky and hopeless on the bench. I went on with the aim of proving the manager wrong." Regardless of title, players have to adapt. "I think for me I was always in the mindset that I'm always ready to play no matter what," Le Fondre says. "So if I knew I was on the bench, I'm still ready to play. I'm watching the game, I'm studying, the visualization stuff beforehand that I would do anyway if I was starting. If I'd seen a missed chance -- I'm sure any other player would be the same -- I'd say to myself, 'Yeah I'd have taken that.'" The key to ensuring a team gets the most from its bench is man management, according to leadership and mindset expert Steve Sallis. Sallis has worked with UEFA, England's Football Association, the Scottish Football Association and various individual players on mindset and sees a binding thread: effective communication. "Look at internal and external factors: internal being the player and external being the culture and your relationship with your manager," Sallis tells ESPN. "Some managers drop you well and communicate with you about it, while some managers are still living in 1965 and chuck the team on the wall and they expect you to deal with it." He admires Jurgen Klopp, remembering how Klopp would hug the Liverpool players who'd only got 15 or so minutes at the end of the match, ensuring they felt a key part of any performance. "The key to success is the strength and happiness of your weakest link in a team," Sallis adds. "The top managers have emotional intelligence, and not only do they speak five languages, they have seriously agile brains, so they can engage with each player." Sallis says another shifting aspect of the existence of the modern-day substitute is the relentless fixture calendar and how managers can use five subs in the Premier League -- a rule change which was introduced temporarily during the COVID-19 pandemic to help manage player fatigue. Several Premier League clubs opposed it becoming permanent as they thought it would favour the bigger teams, but it was ratified ahead of the 2022-23 season. "If we look at the psychology of motivation years ago, players weren't even sure if they were going to get on," Sallis says. "You pretty much know you're going to get used now. Players have got to be more ready than ever because there are more consistent changes." That has seen managers trying to change the narrative around substitutes, adopting terms from other sports. In baseball, they have "closers" -- the players who are there to get the final outs in the last throes of a match. In rugby, Eddie Jones, the Japan coach and ex-England coach, introduced the term "finishers" to describe his bench. "I always believed rugby should be seen as a 23-player game, rather than just the 15 players starting," he told ESPN. In 2011, Jones was coach of Suntory in Japan and had two brilliant options for the same position -- George Gregan and Fourie du Preez at scrum-half. So, he tweaked the terminology -- rather than having first and second -- he chose Du Preez to start and Gregan as a "finisher"-- Jones used Gregan's love of baseball to put him in the role of the New York Yankees' Mariano Rivera. Jones knows Mikel Arteta well -- they're on the same WhatsApp group with coaches from other sports -- and Arteta calls his Arsenal bench "impactors." "I think it was the best way to express how we feel about them and how they have to feel towards the team, especially on matchday," Arteta said in 2023. Ex-England boss Gareth Southgate has used the term "finishers" before. For Sammy Lander, a specialist substitutions coach who has worked with the U.S. men's national team, he says the days of using terms like "super-sub" are numbered. "The term substitute comes with a lot of negative connotations," Lander tells ESPN. "When I started my role as a sub coach, I asked players to talk to me about being a substitute. And a lot of the words were sort of defeated, anxious, isolated. We've added layers to that. We'd now say, 'What sort of finisher would you be today?' "Each club has different names -- so I'll just use Wimbledon as an example, we had six there in the end. We used energizer, impactor, match winner, closer, destroyer and controller. Beyond just super-sub. That gives the player a little bit of direction about what we want from them in the game, but it also really gives them a role in that game, it gives them a process, it gives them an identity to associate with." Durán has occupied all six of Lander's roles this season. But semantics aside, Durán just wants to score goals, so it is down to Emery's management to keep him and the rest of the team happy. "It is a squad game now and you must have everyone singing on the same hymn sheet across the whole team," Le Fondre says. Emery's management of Durán is working. The Colombian striker signed a new contract in early October, taking him through to 2030. All this after he nearly left the club in the summer, with as many as 40 clubs keen on signing him, according to sporting director Monchi. Durán risked the ire of the Villa fans amid strong interest from West Ham when he crossed his arms -- mimicking the West Ham symbol -- during an Instagram live. In the end, Durán stayed, and as chance had it, Villa's first match of the season was away at West Ham. Durán came off the bench in the 62nd minute and scored the winner 17 minutes later. He has done that four times this season. Emery understands how talented Durán is and has worked with him to ensure he stays patient and focused, while not trying to change his "cheeky" personality, according to an ESPN source. Emery was measured after seeing Durán's reaction after being substituted against Bologna. "I am managing everything and the reaction of players," Emery said. "We are sending a message in the dressing room: respect our values and try to be mature and be responsible. It's not only Jhon Durán; other players react, but it's under my control." The collective effort has worked. "There's no magic wand to super-subs," Sallis says. "The relationship with the manager is massive. The intrinsic motivation from the player is massive: Is it a f--- you to the manager? Or is it, 'I want to help this team'? The key is to get a balance between the two, and Emery has done that." However, for now, Watkins remains the first choice. "Sometimes [Durán] has been impatient, and I need to speak to him as a person and connect to him as a person," Emery said after the Bayern match where Durán had scored the winner. "His talent is there, and he can help us." During the last international break, Durán was on the bench twice for . He impressed again, but that itch of not being in the starting XI remains. Emery has toyed with the option of starting Durán and Watkins together, but it looks like Durán will have to stay patient. Watkins' form is showing no signs of letting up, but that won't stop Durán from looking for any and every opportunity to get his spot in the starting lineup. "I am ready to start wherever I am," Durán said. With Villa currently in 6th place in the Premier League and 9th in the Champions League, can Durán continue to make his mark and earn a starting spot? Over the next few weeks, he'll have his chance against Nottingham Forest (Dec. 14), Man City (Dec. 21) and Newcastle (Dec. 26).

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